support. there is so much support from the mayor on these corridors, but if we look at where we possibly have within our priorities, you know, one thing with your budget is that you are asking for a decrease in general fund support. we do appreciate that coming before us. i had a general question about the ambassadors program. i was hoping you could provide us with an overview of the actual work. i have supported the initiative that started on first street to do a lot of community building and decreasing of tension due to the fears that people had due to the number of incidences that happen. i was hoping you could go into

more detail about the program in the fall. >> absolutely. i think it would be appropriate to have a dream come up here as a leader who is instrumental in putting this program together. >> bekker afternoon, supervisors. i'm the executive director -- good afternoon, supervisors. i'm the executive director of the program. as you know, the community ambassadors program was started as an emergency response to racial profiling in the bay -- in bayview. a lot of cultural differences, pent-up resentment, it all created situations where the program -- where the tensions were high. this was done in partnership,

this program, with mayor lee, president chiu, and the board of supervisors. we built in metrics for evaluation goals, objectives and outcome spirit we did start with no new funding because this was an emergency response. we had to cobble together existing resources prepared workers from the jobs now program, which concluded because it lost its federal funding, we delayed the board mandated language services position to support the team. but for two years, the community ambassadors program offered -- operated successfully. although this is not a new program, it is a request for a new general fund expenditures.

>> since we do have a number of departments that still have not come opera, could we -- that have not come up, can we move to questions? i want to respect everyone's time. specifically, what do you feel the current investors are doing on third street up 2/63? what do you feel their work is and how do we monitor it? >> the scope is intervention as well as community education. we often do the out reached for 311 and community services. the focus is civic engagement, trying to engage offenders as well as riders and businesses to work together. we have had over 50,000 documented encounters with

residents. over 2100 times we have reported hazards to their apartments. -- to that department. we have all of our results documented and have built the metric into the program. >> one of the main metrics of the program is to be an extra eyes and ears. do you feel that is one of the new net benefits of the program? >> yes, and it is measured through the community survey. over 600 residents in the bayview area felt safety was the number one concern. after a year, that had improved their perceptions. you asked earlier, too, about what the difference is between the community and the top card. if you do not mind me going over

that quickly, both programs have a safety element. they are very similar, but there are significant differences. the communities are operated and trained by independent parties. the cap focuses on the four things i mentioned earlier -- violence prevention, public education, and engagement, and public safety. they go through training. they are bilingual. they speak a total of nine languages. we measured all of their work results. the training is pretty extensive and is conducted in partnership with the mta and the other agencies. >> i appreciate that. with the program, i know that one is with support of the

community. i know you have been getting requests for support. i'm not sure if you saw that request. >> yes, it does. that is one of the things we hope to do. we have metrics built into the program. it is conducted in partnership with sfpd. >> quickly on the analyst position. i am not sure if you saw that

request and i am wondering if it is something this can support. this is not blame for anyone. it would be -- the thing that is important, i wanted to move forward with some legislation around soft story buildings and i was asked to hold off. i have not seen anything moving forward since then. >> we have two acronyms. you are talking about the earthquake safety and prevent implementation program. we have proposed manager to be in that budget and consulting

fees so we can kickstart this and start moving forward. we're committed to implementing that plan. supervisor wiener: ok. we can talk offline about this. i think we're on the same page. the second thing is -- has to do with the entertainment commission. the entertainment commission is i think quite under resourced in terms of being the agency that is responsible for overseeing and enforcing with respect to the significant industry. they're not doing the whole industry. a significant portion of it. the board has given the entertainment commission more responsibility, whether it is

regulating promoters or all sorts of different things. sometimes when a given agency authority or responsibility without the resources, you said the agency of four failure. the entertainment commission has worked hard and has improved its performance. i do think it could use another enforcement position. it is one guy who is sort of doing a great job. i think we need more. >> i definitely think the entertainment commission has a great -- that a great job with the resources it has under the leadership of joycelyn kane. the budget is based on permit fee recovery. we were not able to fund a new position from the fees that come in or in -- we have been talking

about finding, if there is not funding approved, we have been talking about ways to help jocelyn either through funding for temporary positions or it is not part of the budget. >> maybe this is a philosophical issue. or debate. i have a real problem saying your budget is limited to what you can recover in a permit fees. i understand where we have gone in that direction to. we expect certain things from the entertainment commission and we have legislated that. it is incumbent on us to give the commission the tools to do that without having an exorbitant permit fee.

. completely understand why -- i completely understand why it is set up this way but i dispute the premise for that formula of funding. i hope we can continue to work together to get more enforcement resources. >> absolutely. we will work with you. supervisor kim: thank you. can we go through the next slides? >> this is on the community challenge grant. this will create 360 jobs for youth and homeless adults to promote safe, clean, inclusive communities. we have the community ambassador program which provides 30 locally hired jobs to improve public safety in districts 6 and 10. this summer internship program creates 32 + jobs for youth and young professionals are

partnering with programs such as the coral center for legal -- in trichet, project full and use works and our mid market committee benefit agreement as part of a payroll tax exclusion. agreements with companies from work force and community development. the cba was executed and in november, we anticipate 7 to 10 more committed to benefit agreements. we can go to the next slide. language access. the office of civic engagement and immigrant affairs provides departmental training to improve language access for people with limited english proficiency. ocia has provided over 3500 hours of interpretation, serving over 1000 immigrants, monolingual lep persons at

events. they have translated hundreds of documents and websites and assisted over 100 victory -- 150 victims due to fire or crime. the language line interpretation -- does interpretations for 170 + languages. supervisor kim? supervisor kim: i had some miscellaneous questions asked. you brought this up earlier. this was a question i asked for the budget legislative analyst report on our fleet her your looking at a study of how to make our fleet -- to reduce our fleet size based on right sizing analysis and i was curious as to how that work is going.

i'm interested in knowing if we have the cars we need or if we have too many. we can do more sharing. i haven't -- a hard time believing that every employee needs their own car. it cannot imagine they're always out on the field. as we have older vehicles were moving off line, there are ways to look at that. how is your office looking at that? >> i have a few initiatives going on. we're going to send out the yearly letter writers to look at the take-home vehicles and reduce their fleets and remind them about the health the air clean transportation ordinance. we have a city car sharing agreement with city car share where we're trying to encourage departments to use city car share. we have a very good vehicle pool where we're reducing vehicles, we have a city hall and vehicle pulled.

we're trying to get those in different corridors where we have groupings of offices and working with those departments. we have new technology that is helpful to us in identifying where we should put up vehicle pulls within the city and virtual pools where there -- you have these different cars in different locations that we could maybe not use that often the work with different departments where they can share those vehicles. we're working with departments through the city fleet manager and through jackie fong to work with those departments in coming up with solutions to reduce the department's fleet where they can keep their business operations moving. >> thank you. i appreciate the work. i also notice that you have one new position dedicated for purchasing for hsa.

a pretty high volume of purchase requests. i was wondering if this is new demand or something existing. what is generating this volume of requests? >> i will point that question to the city purchaser. >> the position for hsa is due to the fact that they have to respond sometimes very quickly to their clients' needs. whether it is providing shelter, in some cases, they may go to the assistance of a child and have to relocate them very quickly. and so they have asked for assistance in having someone on

site with them. supervisor campos: thank you. -- supervisor kim: thank you. as much as possible, i am excited about potential new funding for support. i do find it challenging to work with multiple departments and i am glad that you're sitting down to coordinate this work but i didn't -- i do want to be thoughtful about where we place positions. i am sure that we're able to pick up that kind of work as we move forward. i am appreciative of the budget you put forward in the sense that there was not a general fund request for budget. i think it makes sense to move forward with a lot of the new requests you have in place. i am not sure -- we can continue that dialogue offline as we continue the budget discussion for the next week and a half. thank you.

thank you for the presentation. let's go to the budget analyst report. i am guessing that department is not yet in agreement. >> we're still working with the budget analyst. supervisor chu: thank you. >> the -- i agree with the city administrator with respect to the fact that there are -- much of this increase is due to transfers in the redevelopment agency. we're using these increases based on the controller's numbers. she is correct in pointing that

out to you. i would reemphasize that. it does not change our recommendations. it is a fact. our recommended reductions to the proposed budget for 13-14, is ongoing savings and 1,500,000 is savings. we're still working with the department and we will report back next week. supervisor chu: thank you and thank you to the city address trader. we will see you back next week. perhaps you'll be staying for some of the other gsa departments. next apartment is the department of technology. i am going to plead for your concise presentation and answers.

>> the afternoon, supervisors. acting chief information officer. i will try to be concise. you have the handout before you. i will touch on a few of the high points. hopefully that will give you time to ask questions if you would like. i want to highlight the two-year budget outlook. we're seeing a slight increase although we are achieving our savings goals. the increases are due to the fact that we have some adjustments to salaries that will take effect, that will increase our overall budget. on the next slide which i think there is the more relevant one that i have asked you to look at, we're still seeing the downward trend overall in the last five years of our budget. this year, what we hope to achieve is achieving our savings

goals and see a leveling out of the staffing levels. we're seeing a slight increase in staffing as we start to transfer in some functions from other important projects as we support the airport project and other projects we plan on bringing some additional staff back into the department. i asked a lot in a previous hearings how the city i.t. budget compares to the rest of the world, to our peers out there and we have done a study over the last year. it is a complex question because we are a highly decentralized organization. 25% or 35% of the spending is recognized. the overall budget for the city if you add up all the departments'budget is fairly

consistent for we see in the u.s. our uniqueness is the fact that we are highly decentralized in the fact that only 20% of the staff i.t. work force works in our department. the restaurant in supporting the departments directly -- the rest are out in supporting the departments directly. we split our budget into five major areas, divisions, if you will in our department. we have our basic operations which is a very large part of our budget. this is all the behind-the- scenes spending to keep the datacenter running and support the mainframes and things like that. we have another part that we call the public safety area which is focused on the technologies related to public safety and wireless communications for radios and data transfer and the public

safety agencies and out in the field. we have another area focus on database services, innovation, applications, that is one of the areas that we're starting to rebuild overtime. it is where we are transferring, some of the staff back into that area that had been allowed to in the departments. we have a government and our reach budget -- outrage budgout. we facility those meetings and stuff was meetings to ensure departments and getting the funding and support they need and we support the strategic plan and the policies around them. we do important work toward the connecting you and other commissions to the public through sfgtv and the website where we support over 60,000 web pages. our final area is the administration area which to some can look to be a rather

large percentage but that is where we pay all the phone bills for the city out of that so we are -- the caretakers for large amounts of funding on behalf of other city departments for some of those essential services. i have been asked before, what do we get for our money? what is the result of that investment? i will not read these achievements in details -- in detail. this is the day-to-day operational things we do to keep the systems running. we manage the fiber systems and manager agreements with vendors, a key vendors to do strategic projects like phones and voice- over ip and public life i -- wi- fi. we are maintaining the uptime and we have a large federal a

funded program. we are establishing computer centers to get under privilege and underserved people connected to the internet and to broadband services and training and technology so they can utilize the skills. we continue to work with departments to redesign their websites, develop applications for them, and give them the support they need as they implement new technologies. a lot of these new projects you hear about out there that are essential like online forms for the treasurer and tax collector and assessor. there would not be successful if we did not manage the systems behind-the-scenes said that the data center was available at the network was available and things like that. i am happy to report because we have got some great leaders and brake hard workers, a lot of the funds your allocated went to developing and supporting these new technologies.

that resulted in a number of awards and recognition at a national level especially around the things we're doing with social media and interacting with the public through facebook and the mobile applications we have launched on the iphone and android phone citizens -- systems. they can watch these board meetings and listen to audio recording -- recordings in a mobile way. which i think is for us and new and exciting era that we are providing. when we surveyed the public and talked to the public, one of the key things is to better connect city government to the public and to restore the public trust. just to remind you of some of the current and ongoing projects that we have talked about in the past and we continue to support in the department. we have the data center

consolidation project. we're now entering into the second year of that two-year project. we have the e-mail conversion project. we're continuing to work on that. we continue to expand fiber and to leverage that as revenue opportunities to. we continue the refresh program which is focused on helping departments to -- should not have the funding for new pc's and equipment they need to combine their buying power to get some of the new equipment they need to use these technologies. they're very old computers in the departments which is limiting their ability to take advantage of these new technologies. the good news -- supervisor chu: i know that supervisor chiu has joined us. i think he is here with us.

president chiu: a quick question is to the comptroller's office or the mayor's office. every year, we get an accounting of what all the various i.t. budgets are across other city departments and we have a lot of detail from mr. walton about his department. do you have an analysis of i.t. spending in other departments? >> good afternoon. we did do an analysis this year to look at the budget, both this past budget and the proposed budget for i.t.. the amount is $100.90000000 -- $190 million. president tch